International Corporate Entrepreneurship With Born Global Spin-Along Ventures — A Cross-Case Analysis of Telekom Innovation Laboratories' Venture Portfolio

Mahdjour, Sarah; Fischer, Sebastian

doi:10.1142/s1363919614400076

Cited by 6 publications

(3 citation statements)

References 28 publications

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“…Notably, Tushman and O'Reilly (1996) advanced this approach with several studies investigating it in such companies as HP, J&J and ABB, a later stage analysis of the USA Today case (O'Reilly and Tushman 2004), or at IBM, Cisco and Middleware (O'Reilly et al 2009; O'Reilly and Tushman 2011). Even as alternative approaches for OA emerge, separated-integrated CV remains a relevant concept in the current literature-for instance, in the examination of Nestlé Nutrition (Birkinshaw et al 2016) and at multiple corporate accelerators (Kanbach and Stubner 2016), incubators (Kupp et al 2017) or spin-alongs (Mahdjour and Fischer 2014). In a recent multiple case study of external corporate venturing, Enkel and Sagmeister (2020) recognised that only the combination of multiple CV modes could act as a dynamic capability.…”

Section: Separated-integrated Corporate Venturingmentioning

confidence: 99%

Toward an integrated framework of corporate venturing for organizational ambidexterity as a dynamic capability

Weiss

Kanbach

2021

Manag Rev Q

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In times of changing business environments, firms must constantly renew their competitive advantage by establishing dynamic capabilities. While often attempting to employ this in corporate venturing activities, they face the challenge of simultaneously exploring new and exploiting existing business opportunities. Examining possible approaches to mastering this feat of ‘organizational ambidexterity’ reveals an extensive but scattered picture. To better integrate this effort by assessing how corporate venturing is linked with organizational ambidexterity in the literature and identifying possible organizational setups, this systematic literature review builds on a sample of 172 studies. Based on different dimensions of dynamic capabilities, the analysis indicates that corporate venturing may take a solely explorative or an exploitative role, or balance both, to directly enable organizational ambidexterity, following a ‘trade-off’, respectively ‘paradox’, school of thought. As a result, this paper identifies four different setups of corporate venturing in an integrated framework, based on the ability and approach to enabling organizational ambidexterity. Here, the synthesis in the proposed framework of the studies examined allows differentiating between not directly ambidextrous separated or integrated corporate venturing and directly ambidextrous contextual or interlinked corporate venturing. As a novel contribution to the fields of strategic management, organizational change and corporate entrepreneurship, this integrated perspective suggests an often overlooked, potentially more strategic role for corporate venturing in the strategic renewal of a firm’s competitive advantage, thus building the basis for further empirical research on strategic corporate venturing approaches for organizational ambidexterity and their application in practice.

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Section: Separated-integrated Corporate Venturingmentioning

confidence: 99%

Toward an integrated framework of corporate venturing for organizational ambidexterity as a dynamic capability

Weiss

Kanbach

2021

Manag Rev Q

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“…As a consequence of such internationalization efforts, spin-offs may occur. Early internationalization of such spin-offs using the spin-along idea (Rohrbeck et al, 2007) can avoid or even reduce the main problems they are facing (Mahdjour and Fischer, 2014). A main dimension for such "born global" firms is the ideal business model design, which they have in the best case from the start of their firm.…”

Section: Lean and Global Innovationmentioning

confidence: 99%

Managing Innovation: Understanding International Innovation

Brem

Tidd

Daim

2019

Managing Innovation

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Globalization is the main economic phenomenon of the last centuries. Since the late 1980s, multinational companies (MNCs) from Europe and North America are shifting their production to Asian countries, especially to China and other Asian countries. Due to the growing markets in Asia, R&D was shifted there as well to appropriately adapt new products to local needs, but at a very low level (Edler et al., 2003). However, this is changing in recent years through frugal and reverse innovation (Agarwal et al., 2017). At the same time, these countries earned a huge amount of know-how, based on these technology transfers, and unbelievable amounts of foreign currency reserves (Klossek et al., 2012). In recent years, before the background of internationalization of these companies, the situation turned upside down (Schueler-Zhou and Schueller, 2009). Global companies invest in Asian R&D capabilities not only to adopt products on local needs but rather to use foreign knowledge sources and scientific capabilities (Veugelers, 2005; Brem and Freitag, 2015). Because on a macroeconomic level, from 2009 to 2010, Chinese expenses for R&D, which are already at a comparatively high level, increased by 38.5%. The average of this study was about 9.3% (Jaruzelski et al., 2011). Another study by the United Nations revealed that 62% of all interviewed persons named China as their favorite new R&D site; 41% stated the USA, 29% India (UNCTAD, 2005). On the microeconomic level, there is another trend of growing Research and Development (R&D) activities in Asian countries, to develop their own innovation capabilities, which are not dependent on foreign companies anymore (

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“…Business model design plays a key role for BG's (Straker et al, 2021), especially in companies with a focus on niche business models, with the founders' international work experience (Hennart, 2021). In this context, the term business model is receiving increasing attention, which provides a framework that commercializes innovation, but more importantly it can become a decisive accelerator for the internationalization of companies and thus represents a new theoretical approach in BG research (Mahdjour & Fischer, 2014). This study's contributions are two-fold.…”

Section: Introductionmentioning

confidence: 99%

Social Capital in the Performance on Born Global: Systematic Literature Review

Marjan,

Sukoco,

Sabar

et al. 2024

Sage Open

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The aim of this paper is to systematic literature review (SLR) of the research of Born Global (BG) and Social Capital (SC). This study aims to fill gaps in the literature by discussing scientific contributions and highlighting the main issues with previous research findings regarding the role of SC as antecedents and consequences in BG. This research is SLR from the 94 reputable journals that have discussed BG and SC in Scopus journals published from 2003 to 2020 based on a topic limitation search. This study found a growing body of research on BG and SC, with heterogeneity in methodology, antecedent, and unit analysis. Most BG research has discussed the role of network, capital, and SC as antecedents to the BG performance. This paper found that there were individual firm-level SC resources that could be used as potential tools to encourage BG performance. The literature on BG associated with SC is limited, and there is still no generally accepted model linking the two. On the other hand, for academics and practitioners, this study also offers an opportunity for further empirical studies of BG and SC with multilevel.

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International Corporate Entrepreneurship With Born Global Spin-Along Ventures — A Cross-Case Analysis of Telekom Innovation Laboratories' Venture Portfolio

Cited by 6 publications

References 28 publications

Toward an integrated framework of corporate venturing for organizational ambidexterity as a dynamic capability

Toward an integrated framework of corporate venturing for organizational ambidexterity as a dynamic capability

Managing Innovation: Understanding International Innovation

Social Capital in the Performance on Born Global: Systematic Literature Review

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